Performance Management at Coca Cola

HUMAN RESOURCE PROJECT

Performance & Reward Management at Coca-Cola India Pvt. Ltd. SUBMITTED BY: KARAN PRATAP SINGH LOHAN HARISH ARUNACHALAM SRIDHAR RAJAGOPAL

1

INDEX

TOPIC

PAGE NO.

Executive Summary

3

Introduction to the Company

5

Performance Management

8

PMS And Compensation

24

Reward Management System

28

Recommendations

35

Bibliography

39

2

EXECUTIVE SUMMARY The Coca-Cola Company is the world's largest beverage company. Along with Coca-Cola, recognized as the world's most valuable brand, it markets four of the world's top five soft drink brands. In 1993, Coca-Cola made its re-entry into India through its 100% owned subsidiary, HCCBPL, the Indian bottling arm of the Coca-Cola Company. Coca-Cola is made up of 7000 local employees, 500 managers, over 60 manufacturing locations, 27 Company Owned Bottling Operations (COBO), 17 Franchisee Owned Bottling Operations (FOBO) and a network of 29 Contract Packers that facilitate the manufacture process of a range of products for the company. It also has a supporting distribution network consisting of 700,000 retail outlets and 8000 distributors. Key Result Area- KRA is the basis of performance management at Coca Cola India The performance management system (PMS) at Coca Cola India links directly to rewards and recognition, and, career development .The PMS at Coke follows the basic steps of PMS from planning to coaching and feedback. However, there should be proper check and balance system between goals and performance have to be introduced, currently yearly bases performance evaluation has been going on, for high motivational level, high quality it demands quarterly bases. There should be a system of consultation between employees and management about employees’ career path, it is easier for management to understand and analyze what employees actually want and allocate them reward properly. Coco Cola is well aware of fact that higher management love to have non monitory rewards likewise, Achievement Feelings of accomplishment, Informal recognition, Personal growth, Status, while lower management are more thirsty to have rewards like incentives, bonuses i.e. have more curiosity to take cash rewards. Maslow’s theory can be best define social, self esteem and self actualization stage employees have inquisitiveness to take intrinsic rewards while other ones physiological, safety needs employees are more attracted by cash rewards of any kind. Along with KRA, KPI should be set for managing performance to ensure transparency in the system. Also, this would make employees clear about what should they keep in mind while striving to achieve their KRA’s. 3

Small rewards and recognitions should be encouraged and each supervisor should have a good degree of autonomy to recognize and reward the performance of his or her performing employees and this may constitute a significant part of the CTC (say, 5% to 10%) of the juniors. Recognition should take place all through the performance period and should not be limited to the annual stock-taking or performance reviews. We would also like to recommend Coke to introduce alternative of reward management likewise profit sharing, pay for knowledge program and goal sharing so as to increase their productivity. Also, linkage of business performance with pay of employees should be implemented for all employees from top to bottom. However, percentage of variation should differ.

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1. INTRODUCTION COMPANY

TO

THE

The Coca-Cola Company is the world's largest beverage company. Along with Coca-Cola, recognized as the world's most valuable brand, it markets four of the world's top five soft drink brands. It is no.1 brand according to fortune 2009 survey. The company operates a franchised distribution system dating from 1889 where The Coca-Cola Company only produces syrup concentrate which is then sold to various bottlers throughout the world who hold an exclusive territory. The Coca-Cola Company is headquartered in Atlanta, Georgia. Its stock is listed on the NYSE and is part of DJIA and S&P 500. Its current chairman and CEO is Muhtar Kent.

1.1 Coca Cola India Coca-Cola, the corporation nourishing the global community with the world’s largest selling soft drink concentrates since 1886, returned to India in 1993 after a 16 year hiatus, giving a new thumbs up to the Indian soft drink market. In the same year, the Company took over ownership of the nation’s top soft-drink brand and bottling network. It’s no wonder our brands have assumed an iconic status in the minds of the world’s consumers.

1.1.1 A Healthy Growth to The Indian Economy Ever since, Coca-Cola India has made significant investments to build and continually consolidate its business in the country, including new production facilities, waste water treatment plants, distribution systems, and marketing channels. Coca-Cola India is among the country’s top international investors, having invested more than US$ 1 billion in India in the first decade, and further pledged another US$100 million in 2003 for its operations.

1.1.2 A Pure Commitment to the Indian Economy The Company has shaken up the Indian carbonated drinks market greatly, giving consumers the pleasure of world-class drinks to fill up their hydration, refreshment, and nutrition needs. It has also been instrumental in giving an exponential growth to the country’s job listings.

1.1.3 Creating Enormous Job Opportunities With virtually all the goods and services required to produce and market Coca-Cola being made in India, the business system of the Company directly employs approximately 6,000 people, and indirectly creates employment for more than 125,000 people in related industries through its vast procurement, supply, and distribution system. The Indian operations comprises of 50 bottling operations, 25 owned by the Company, with another 25 being owned by franchisees. That apart, a network f 21 contract packers manufactures a range of products for the Company. 5

1.1.4 Values of Coca-Cola

Figure 1 : Values Of Coca Cola Company

6

1.1.5 Organisation Structure – Coca Cola India Region Vice President

Chief Executive Officer

AGM/AOD Unit 1 AGM/AOD Unit 2

Vice President Supply Chain

AGM/AOD Unit 3 AGM/AOD Unit4

Chief Finance Officer

Region Finance Region Human Resource

Human Resource Director

Region Customer Service Region External Affairs

Vice President BSG

Region Cold Drink

Region Legal

Regional Vice President (North)

Regional Vice President (Central)

Region BSG Region Director/Manager Market Execution Region Capability Management

Figure 2 : Organisation Structure of Coca Cola India

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Region Channel

2. Performance Management Critical to the Vision of being World Class Bottler Coca Cola India - Refreshing India. Wherever. Whenever. Vision Coca Cola’s vision is to create a World Class Organization with a Culture of Operating Excellence to continually improve consumer experience, customer satisfaction, employee capability and company profitability Mission To refresh the world in mind, body and spirit To inspire moments of optimism through our brands and our actions To create value and make a difference everywhere we engage Values Leadership, Collaboration, Integrity, Accountability, Passion, Diversity, Quality Mission

Organizational goals Head of Department Organizational goals

Unit office Locations PGM

Key result areas

Functional heads Direct reports

Performance objectives

supervisors Employees

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According to our practical analysis, we came to know that Coca Cola Inc. is using better linkage of mission and vision to its organizations functions as well. As above diagram clearly explain how they managed all in a way to get best appropriate results. As they have developed a fine system to involve employees in decision making just to make them company loyal and responsible. First goals are developed at higher level, then head of departments make their ones, then unit office, next comes locations PGM, then functional heads then direct reports are being formulated, supervisors take part and at the end employees also formulate their goals. All these exceptional policies make Coca Cola Inc. best out of its competitors. At functional level, human resource, accounts, distribution, and sales & management all have to develop their own goals according to their departments’ philosophy.

2.1 PMS @ CCI PMS PMS is managed through 4 Stages during an Annual Business Cycle and has multiple Objectives as defined below:

Assess Results

Set KRAs

Appreciate ‘Top Accomplishments’

Finalize current year Development Plans of KRA1, KRA2, and Competencies

Coaching and Feedback on last year KRA1, KRA2 and Competencies

Review Results Performance‐linked pay Recognize Top Performers

Prepare current year Development Plan for KRA1, KRA2, and Competencies Figure 3 : Performance Management System at Coca Cola India 9

Coaching and Feedback on KRA1, KRA2 Prepare Development Plan for KRA1 and KRA2 360 degree feedback on Competencies Competency Development Plan

First all goal are formulated , from organizational level to employees, then monthly review has taken place in it only checking of goals implementations is going on. Monthly review is at inter departmental level, here no change can be offered as well as no record can be made but at goal setting both change and record can be happened. Midyear stage comes with re alignment of goals as well as new policies ways can be designed to achieve organizational goals. At the end, final review comes in, in this step check and balance takes place, actual achievement can be matched with defined are standard one so as to measure out comes or results.Here after getting results, if organizations see optimistic results with greater productivity, then they analyze its true reasons so as to reward those ones who have done extraordinary yearly base performance. All those will have to be rewarded by organization with their defined rewards like, salary increment, grade jump and designation change (promotions).

2.2 Dimensions of Performance

Figure 4 : Key Result Areas and their Dimensions Holistic performance review discussions taking into account Business KRA (KRA 1), People/Self Development (KRA 2) and Competencies (KRA 3)

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2.3 4-Point Rating Scale Ratings for Objectives

Exceptional Performance (EP)

Objectives (Business KRA & Self/people Development): Competencies :

Successful Performance (SP)

Developing Performance (DP)

Definition a. Consistently delivers outstanding results and exceed expectations and accountabilities. b. Exceeds aggressive targets and objectives c. Results add significant value to team, business and customer/client. Excels in demonstrating the competencies (skills, knowledge and behaviours) required for the role.

Objectives a. Consistently delivers all agreed upon results and meets (Business KRA & expectations and accountabilities Self/people Dev.): b. Adds value to team, business and customer/client Broad strengths across many of the competencies (skills, Competencies : knowledge, and behaviours) required for the role. Objectives (Business KRA & Self/people Dev.):

Competencies :

Objectives Not Meeting (Business KRA Performance Self/people Dev.): Expectations Competencies : (NP)

a. Sometimes meets agreed upon results, but does not meet all expectations and accountabilities Demonstrates many of the competencies (skills, knowledge, and behaviours) required for the role, but not the full range. Significant improvement is required in at-least one or more skill and knowledge areas. (weakness that prevents doing the full job successfully)

&

a. Performance falls below agreed upon results and expectations on multiple critical accountabilities. Does not consistently demonstrate many of the competencies (skills knowledge and (skills, behaviours) required of the role. Significant improvement is required

Too New to Rate Typically spent less than 3 months in the role (TNTR) Performance requires monitoring and substantial direction from the manager .Basically their pay system is highly linked with performance, firstly Coca Cola’s management prefers grade for defining pay. They prefer to do research by conducting survey of top five companies, in this step they conduct minimum three year pay ranges of those companies and take average of them. Then they decided their pay system with accordance to their management grades. Inflation rate has to be considered each year at any cost no matter of an individual’s 11

performance increase or not. Also Coca Cola human resource management looking forward to performance ratings as mentioned above, it helps them to define a system in an organized systematic form to remove ambiguity and biasedness.

2.4 Performance Review Objectives Owner: Administrative Manager

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2.4.1 Performance Review Outcome

Medium

High

‘Bottom end’ Successful Performer (SP) ‘Higher End’ or Developing Performer Successful Performer (SP) (DP) Developing Performer Successful Performer (SP) (DP) Not Meeting Performance Developing Performer (DP) Expectations (NP) Low

Medium

Exceptional Performer (EP) ‘Higher End’ Successful Performer (SP) ‘Bottom end’ Successful Performer (SP) or Developing Performer (DP) High

Low

HIOW (Competencies and People Development)

Owner: Administrative (Line) Manager Supported by: Functional (Dotted Line) Manager

2.4.2 Steps in the Performance Review Process

WHAT (Achieving Results)

Figure 5 : Annual Performance Review Process Steps

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2.5 KRA SETTING 2.5.1 KRA SETTING PROCESS What is a KRA? 

Key Result Areas (KRAs) are a set of Objectives which, when achieved by individuals in the Organization, result in achievement of business goals.



Routine job responsibilities ("daily management") are not KRAs.  Results/outcomes like Volume and Operating Income (OI). These outcomes are already measured and rewarded via the Associate bonus.

The intent of KRA's is to capture the things which drive those outcomes.

How to ensure that the Objectives you set for the next year would allow you to make significant business contribution and get recognition as well? Set Objectives such that it satisfies one or both the criteria below: 

Objectives which would lead to Significant Accomplishments



Breakthrough Objectives

Objectives leading to Significant Accomplishments:  They are strategic activities which lead to achievement of business goals. These could include strengthening processes linked to our strategic plan like RED, Cooler Productivity, Line Productivity, Service to Sales, OE, Diversity, Horizontal Expansion, Safety etc.



Breakthrough Objectives:  Breakthrough objectives are the one or two most critical "imperatives" that the associate has to get done during the year. These are the few projects (one or two) or objectives that are so important, that if the associate achieved everything else and not them, it would be hard to view the year for which planning is done as a strong year.



 Breakthrough Objectives however, would be mandatory for certain roles.

ROLES for which Breakthrough Objective is Mandatory Roles

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Breakthrough Objectives (As % Regular Objectives (As % of of KRA) KRA)

VPs /RVPs 50% 50% VPs /RVPs –DRs 40% 60% Factory Managers 40% 60% GSMs/SMs 30% 70% For other roles employees and their manager’s have to discuss and decide.

2.5.2 Key Result Area # 1 Standardized and Online KRAs for improving Operating Effectiveness – (KRA # 1), Weightage‐ 60%. Standardization of KRAs is done to bring about efficiency in the System and more importantly Associates are reviewed on similar yardsticks GM ‐ Area Operation/ AOD – GM ‐ Area Operation/ AOD – Illustrative Example Objective Activity/Milestone Activity/ Weig Target Measures Milestone htage Out Execute Red process 10% 30% Define Target Competition Rtm Corrections 10% Define Target to Drive Drive Horizontal Expansion 10% volume Out Ensure availability of New products 10% 30% Define Target Innovative (MMPO, fridge Pack, Express, fanta Competition apple etc.) Enhance / Maintain(high share 10% Define Target market) Market Share Test Innovative new products 10% Define Target BREAKTHROUGH OBJECTIVE (40%) Drive Returns (EBIT and ROIC) Below are examples. You may like to choose Milestones which is critical for your unit World Class Overall Cost Reduction for the Unit Cost Unit would need to identify big Structure impact cost lines for which cost reduction is imperative and set target 30% accordingly…Price increase, Discount Management, Opex, COGS, DME, Sales and Distribution, Sourcing cost etc Productivity Cooler Productivity, Manpower Productivity etc Operation Big impact area identified though Excellence OME analysis for the unit Executing Water Usage Ratio From to 5% with Enhance Gender Diversity 10% 15

20%

Define Target

20%

As per unit target Define Target in

Excellence to build long Building a Safety Culture -specify 5% term Safety Program to be undertaken capability

discussion with RVP Specify target and timelines

2.5.3 KRA # 2 – People Development Unit People (KRA # 2) Unit People People Management Score ROLES

Unit Target Culture Score (%)

GM/Direct ors Area Operations Factory Manager HR Manager (Factory / Area) GSM/SM

20

Skill Development Unit Target Diverse Skill Score Unit Engagement Work (Unit Skill Score (%) force (%) Score for Sales Capability +Competency skill Score) (%) 20 20 20

40

20

Self + Team MD Development Absorption Self Succession Develop Planning/ ment (%) Team Development Score (role based) (%) Included 20 % in Skill (succession score planning ) 20 20*

30

20

20

30

30

20

20*

ASMs ACDM

30 30

30

20 20

20* 20*

Other Managers

30

50

20*

MD Absorption (30%)

MD Absorption (30%)

*Team Development Score = Skill Score of Team Members (DRs and their DRs Till Team Leaders and Executives)

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2.5.4 Competency Framework (KRA # 3) – Weightage-20%

THOUGHT LEADERSHIP Drives innovative business improvements (New) Generates new ideas and pushes current thinking Leverages creative and/or strategic thinking Effectively manages change Objective Analytical Thinking (New) Analytical and practical/pragmatic thinking Uses analytical thinking to make better business decisions PEOPLE LEADERSHIP Develops and Inspires others By motivating them to work towards common goals Drives peak performance by identifying and leveraging their strengths, while guiding them to bridge gaps. Other Changes: Works effectively with others & Influences others (Current: Builds Relationships & Influences Others) Emotional Resilience’ is now a part of ‘Lives the Values’ • ‘Demonstrates Customer-oriented (both internal customers) • ‘Manages Change’ is now aand partexternal of ‘Drives Innovation Business Improvements’ Motivating multi-functional teams/organizations to work towards common goals • ‘Decision Making’ and ‘Demonstrates Financial Ability’ are now part of Positive influence on others to achieve organizational goals ‘Objective Analytical Thinking’ Lives the Values Creates a culture that fosters a high standard of ethics Demonstrates emotional resilience RESULTS LEADERSHIP Takes initiative to deliver results (Current: Delivers Results) Holds self and others accountable for setting stretch goals with high business impact, and takes responsibility for outcomes Displays Drive, Motivation and Passion Functional Competencies

Other Changes ‘Demonstrates Emotional Resilience’ is now a part of ‘Lives the Values’ ‘Manages Change’ is now a part of ‘Drives Innovation Business Improvements’ ‘Decision Making’ and ‘Demonstrates Financial Ability’ are now part of ‘Objective Analytical Thinking’ 17

2.6 Performance Management and Development 2.6.1Elements of Self-Assessment Top Accomplishments in 2008 : What are you most proud of? What are your 2‐3 (no more than 5) major accomplishments in 2008? Be specific. Cite data/examples. Actual Results Vs. KRAs : Use YTD November data. This can be updated before the final review. Key Strengths: What do you see as your 2 or 3 (no more than 3) major Strengths. Cite examples that illustrate Opportunities for Development: What are the 1‐2 (no more than 2) areas you hope to focus on in next year to improve your performance? Performance Plan : What do you propose as the top focus areas for you in next year? These will form the basis of the discussion with your Manager on your next year Performance Plan.

Administrative and Functional Manager Alignment

Points to remember Be Objective and avoid Self glorification or False Modesty Provide data and examples to ensure your Manager considers your Assessment as a valuable input to the Annual Review

2.6.2 ADMINISTRATIVE ALIGNMENT

AND

FUNCTIONAL

MANAGER

Focus on Holistic Assessment of the Associate, with agreed-upon Development Plans.  Provide specific data and examples to Associate for a High Impact Discussion.  There should be only one review document (initial draft to be written by the Admin. Manager) M )  Functional Manager Feedback to be agreed then incorporated in that one review document. In case of non alignment non-alignment  HR to facilitate closure.  Escalate it to the next level of Managers (with the aid of HR), if needed (See Chart Below)

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Yes

Alignment on Review / Proposed rating

Midyear Performance Review Document

Process Complete

No Escalate to Next level Manager No Yes

Process Complete

HR to facilitate

Alignment

2.6.3 KRA 1: Business Plan Achievement Objective

Activities Milestones

/ Target Measures

RED Score Red Score Best 6 month (20%) Achievement average achievement of 60 Volume Volume 1368804 (Phy Cs) Target (20%) (30%) RED Outlet 1500 Target (5%) Pre-sell 40% of Target (5%) Volume

Net Revenue NR (30%) Achievement (30%) Compliance (20%)

283855693

ResultsAssociate Assessment

Avg. score been 63

Actual - Performance 759263 ( 6 Status On Track months ) 1935 Performance Status On Track 100 % of Performance volume is Status On Track moved to pre sell Actual - Performance 159445230 (6 Status Off Track months )

Asset Control Based on Unit 100% (20%) Finance achieved Managers Report Functional Manager Comments 19

Performance Status Functional Manager (On Track / Off Track) RED Performance has Status On Track

Performance Status On Track

Functional Manager (mandatory if "Off Track")

Needs to focus more on juice PET and MMPO

Has been able to meet targets on Volume and Execution. Should maintain the same focus to beat plans. Needs to show progress on NR. Critical Task

Develo pment Level

Direction/Supp ort Required

Agreed Progress on Development Agreed Action Plan Development Action Plan Needs to develop D2 Expect Needs a Have gone better knowledge guidance to short but through the on how to calculate understand structured training and NR on month to the process training understand the month basis better program process and calculations What additional support would you require, Functional Manager Comments IF ANY? Nothing at this point in time

Functional Manager Comments Has shown good progress. Much better clarity after going through the training

2.6.4 KRA 2: People / Self Development KRA Objective

Activities / Milestones

People Engagement Score (30%)

Unit Target Score (30%)

Target Measures

ResultsAssociate Assessment

Culture Score of 80 To be for STLs Measured at Score of 85 year end for MDs

Skill Score Score (Unit Skill Score (30%) for Sales Capability + Competency Skill Score) (30%) Self Self Development Development (40%) (40%)

Skill Set To be Score of 70 Measured at year end Developing Financial Acumen & understandin g P&L

Performance Status Functional Manager (On Track / Off Track) Has built a successful team Performance Status On Track Performance Status On Track

Function al Manager (mandato ry if "Off Track")

Took Performance coaching on Status On P&L and Track Financial Acumen

Functional Manager Comments Comments Is focused towards creating a strong and energetic team that delivers results. Should 20

continue to do so. Critical Task

Develop ment Level D2

Direction /Support Required NA

Agreed Development Action Plan Need training on the same

Progress on Agreed Development Action Plan Training has been scheduled for July'09

Working knowledge of margin minder for better access to Data in day to day operations What additional support would you require, Functional Manager Comments IF ANY? Nothing at this point in time

Functional Manager Comments Needs to scale up on this post training

2.6.5 Career Development Planning Document Medium-term aspirations (for next 2- 3 years) in the context of long-term goals Option chosen Career Track Explanatory Functional Manager comments (with by DR selected by DR comments justification) I wish to grow Specialist I want to grow Rajesh has the Functional and in my current as a Specialist Behavioural competencies to grow in function in "Category Category Management. He will get the Management" required opportunities to develop himself in this area DR's Short-term Career Development Plan (experience / exposure required by him / her to support career aspirations) Associate comments Functional Manager comments new I would request for opportunities to be He will get involved in pilot of all product provided to me for commercialization of launches that happen which will provide the New Product launches required exposure 360 degree competency feedback (as agreed with the Associate) Behavioural Ideal Level Most Rated Agreed Area of Strength / Competencies Level Level Area of Competence/ Area of Opportunity Thought leadership Drives Innovative Stage 1 Business improvements Objective Analytical Stage 1 thinking Results Leadership

Stage 1

Stage 1

Area of Competence

Stage 1

Stage 1

Area of Competence

Works Effectively Stage 2 with others and 21

Stage 2

Stage 2

Area of Competence

Influences Takes Initiative Deliver Results People leadership

to Stage 2

Stage 2

Stage 2

Area of Competence

Develops and inspires Stage 1 others Functional Ideal Level Competencies

Stage 2

Stage 2

Area of Strength

Sales management

Competent

Competent

Mastery

Customer Management

Competent

Competent

Working Knowledge

Area of Opportunity

Market Execution

Competent

Competent

Competent

Area of Competence

Most Rated Agreed Level Level

Career Development Plan Competency Behaviours Objective Analytical thinking

Sales management

Respons ibility Uses financial data Self to identify trends & opportunities & apply in own work Manager areas

Competition/Trend Self Analysis : Awareness of market : relevant Manager data

Succession Planning Recommended Potential Successors Name of Associate Rajesh Gupta 22

Area of Strength / Area of Competence /Area of Opportunity Area of Strength

Specific Action Plan Rajesh will demonstrate greater data orientation and analytical thinking while chasing financial targets Support will come through extensive coaching and regular review. He will be nominated for training programmes that are relevant for improving in this area Rajesh will leverage his deep market knowledge in successful launch of new products Rajesh will get identified in core team for commercialization of New Product launches

(give option to give NA) Associate Ready 0-1 year

Ratnakar Shah

1-2 years

Overall Comments Functional Manager Rajesh is growing well in his current role. He should continue to demonstrate the same energy and create a winning team under him. He needs to improve his analytical thinking. He has expressed keenness to work in Category Development. He will get involved this year in new product launches which will give him the required exposure

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3. PMS and Compensation What is the big picture?

Processes that are going to enable us

How are we going to execute?

Talent Strategy

Talent Assessment & Segmentatio n

Differentiated Reward & Development Interventions

Closely Aligned to Business Strategy Measurement Driven

The reasons of using sub‐categorization for Rewards after rating the Performance on a 4 point scale, and use categorizing for Rewards are: • Differentiated ‘Rewards’ motivates and drives high performers to achieve better results. •

Further, since 73% associates are in SP category, the differentiation is critical to build and support high performance culture.

•

For the purpose of Rewards :

24

•

SP sub‐ categorized as SP‐, SP and SP+;

•

EP sub‐categorized as EP and EP*.

High Medium

Developing (DP)

Performer

Developing (DP)

Performer

Successful Performer (SP)

Exceptional Performer (EP)

Successful Performer (SP)

‘Higher End’ Successful Performer (SP)

Not Meeting Performance Developing Performer (DP) Expectations (NP) Low

Successful Performer (SP)

Medium

High

Low

HIOW (Competencies and People Development - 40 %)

3.1 The Performance Matrix

3.2 Calibration Meetings Purpose: • To put individual performance in context of broader sample of Associates • To ensure that individuals are not impacted due to the different approach adopted by different managers while rating performance (e.g. leniency/strictness etc.) • To ensure visibility of talent.

Unit Calibration - Participants: GM + HR; Dates: 23rd -25th January • Local HR reviews Performance Reviews to ratify calculation and logic (and ensure there are data and examples). WHAT before the calibration meeting. • Any information gaps are plugged in by the Manager (Business KRA 60-%) • HR facilitates discussion and calibration of all ratings with the GM. (Achieving Results) • Any discrepancies in ratings are flagged for discussion in Region Calibration Meeting

Region Calibration - Participants: RVP + DRs (RHRM – to facilitate); Dates: 27th -31st January • EP cases are discussed and all ratings calibrated • Any open issues are flagged off for discussion in National Calibration Meeting

National Calibration - Participants: CEO + COO + VP-HR, RVPs + VPs (National OD Manager– to facilitate) .Dates:6 February • Review EPs in critical Roles • Review of Top Performers and Struggling Performers and align key elements of Performance Plan/PIP 25

3.3 Recognising & Managing Top Performers •

Role Expansion

•

Assignments to work on Regional/National issue taskforce.

•

Sponsorship to conferences, and visits t other countries (on rare occasions).

•

Advanced Learning and Development Opportunities

•

Appreciation Letter / Certificates

•

Recognition for accomplishments /OE Certification etc. etc through Bottling HUB / Forum/ Buzz

•

Differentiated Compensation

3.4 Accelerating Performance of Solid Performers •

Build on their Strengths. Help them leverage what they are best at.

•

Identify critical tasks for which performance needs to be enhanced

•

Create a Development Action Plan to enhance performance on critical tasks

•

Assign Projects to utilize their skills & build confidence

•

Challenge with appropriate stretch objectives to enable peak performance

•

Facilitate problem-solving so barriers to performance are removed

•

Encourage progress and recognize contribution

•

Ensure that they are fairly compensated.

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3.5 Managing Bottom Performers •

Prepare robust 30-90 day Performance Improvement Plan (PIP) – include specific, measurable actions with clear timelines

•

Guiding Principles – Longer for Senior people with newly identified performance issues. – Shorter for more junior people, or people with a history or pattern of performance issues.

•

Review & Take appropriate actions – If PIP results completely on-track, then align back to KRAs for the role. – If results not on track, but demonstrates maturity and drive to improve performance, revise PIP with shorter timelines (e.g. 30-60days) – If results not on track, and does not demonstrate enough drive to improve performance, exit. – Failure, exit Guidelines

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4. REWARD MANAGEMENT SYSTEM 4.1 REWARD MANAGEMENT SYSTEM Reward management is concerned with the formulation and implementation of strategies and policies the purposes of which are to reward people fairly, equitably and consistently in accordance with their value to the organization and to help the organization to achieve its strategic goals. It deals with the design, implementation and maintenance of reward systems (reward processes, practices and procedures) which aim to meet the needs of both the organization and its stakeholders. Reward is special payments for special work. Reward refers to all forms of financial returns and tangible services and benefit employees receive as a part of an employment relationship. .Coca Cola’s rewarding system to employee is excellent as they are caring with excellent rewarding parameters just to retain, motivate and influence employees towards organizational goals with their best potential utilization. They are rewarding relating with employees performance in a way to increase productivity and effectiveness. They take holistic view of all the elements to reward and recognize employees to ensure a complete, comprehensive package of pay, benefits and learning and development programs, including Coca-Cola University—all designed to unleash your full potential. They are using in directly different motivational aspects like Maslow’s hierarchy of needs, ERG theory and two factor theory of HerzBerg. But more importantly they are not specifically using one of them; they just relate their main concepts with their reward system to define it properly.

4.1.1 Main parameters used as a base of reward system • •

Inflation rate factor Market potential (what of individuals worth according to his/her expertise, job experience etc.) Matching with his/her presence career path Personal development of an individual Sales rewards

• • •

4.1.2 Supporting practices • • • •

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Safety Re-creational activities Training and development Individual goal setting

Above parameters are used by Coca Cola to make their reward system practices well in the market, object is to make their employees feel comfort, satisfied, motivated towards achievement of organizational tasks, competent to perform to the extent to attain organizational mission and vision terminologies and compete with outside rivals successfully. Because the management believes that if employees are loyal to the organization then they perform better to the way to overcome any competitive goal with accordance to desired results with remarkable customer satisfaction.

4.1.3 Criteria of rewarding employees They are using different techniques to define their reward criteria to work according to define standards of organization. System is developed by doing great market search so as to compete rivals to the way to satisfy their internal employees more than that to get more profitability and customer loyalty. • Grade jump • Designation change • Special assignments (inter departmental transfer) • Financial aspects • Grade jump and designation change • Training and development • Personal development of an individual • Career grooming They make close collaborative or communication system with employees so as to fetch information on the part of their problems to satisfy them all to increases their efficiency and effectiveness. Because need and wants of employees are changing day by day to satisfy meaningful needs and wants are very important in the behalf of organization so as to use best potential of both physical and mental competencies is very important. That’s why defining criteria of rewarding them have a significant importance for the mutual benefits of both employees and organization.

4.2 Pay system of Coca Cola International Coco Cola is using a grade based reward system. Rewarding may differ according to their grade, as from management grade 9 to onwards, their percentage of benefits rises. There are number of indicators which are used to define ones grade as well as its designation in the company likewise, grid, education (educational institutes, degree worth & specialization), experience with regard high profile organizations, and industry experience and individual competencies.

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4.2.1 GRADE RANGE M represents management grade M1 & M2

Assistant Officers

M3 & M4

Officers

M5

Senior Officers

M6

Executives

M7

Senior Executives

M8

Assistant Managers

M9

Managers

M10

Senior Managers

M11 & M12

Location Heads & Unit Levels

In line with their commitment to maximize shareholder value, they follow policy of linking significant proportion of remuneration for their senior managers to the performance of the business through short and long-term incentives and stock option plans. Equity-related compensation of senior managers aligns the financial interests of senior management with those of the shareholders. Their emphasis is on linking payment with performance by rewarding effective management of business performance with a long-term focus, as well as individual achievement.

4.3 INCENTIVE & OTHER BENEFITS 4.3.1 Management Incentive Plan They operate a management incentive plan for all managers. This plan is based on annual business performance against volume, EBITDA and economic profit*, as well as individual accomplishments against annual objectives. Individual objectives set by senior management are stretched but achievable. The target award as a percentage of annual base salary increases with the level of responsibility. Exceptional business unit performance may result in awards in excess of the individual target awards.

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4.3.2 Long-Term Incentive Plan All middle and senior management, excluding our executive team, participate in the Coca-Cola Hellenic Long-Term Incentive Plan. They adopted this cash based plan in 2003 as a replacement of stock options for middle-ranking employees. Incentive payouts are based on performance against three-year objectives, set every year. We use economic profit as a performance criterion in the plan. The target payout from the plan is determined for each individual based on the level of responsibility, performance and potential. Exceptional business performance may result in awards in excess of the individual target payout. They believe that this plan has a greater motivational impact on the participating employees because rewards are more directly linked to the performance of the individual employee’s specific business unit than under the stock option plan.

4.3.3 Stock Option Plan Senior managers of company are eligible to participate in the Coca-Cola Hellenic Stock Option Plan. Options are viewed as an integral part of the total remuneration package for senior managers. Options are granted at an exercise price equal to the price of the Company’s shares at close of trading on the Athens Stock Exchange on the day of grant. Options vest in one-third Increments each year for three years and can be exercised for up to ten years from the date of grant. The numbers of options awarded are approved by the Board of Directors upon the recommendation of the Human Resources Committee after reviewing the advice of management and are based on a view of competitive market conditions for employee remuneration and employee performance. The Stock Option Award for the Managing Director is approved by the Board of Directors based on the recommendation of the Human Resources Committee. They stock options as a long-term component of the total remuneration package of senior managers, whose roles have an impact on the results of the business as a whole. They intend to continue issuing stock options to these employees taking into account, among other factors, our business prospects and financial condition, as well as individual employee performance and the competitive market conditions of employee

4.3.4 Pension and Other Benefits Senior managers either participate in their home country pension programme or in the Coca-Cola Hellenic International Retirement Savings Plan, as appropriate. Policy to limit large executive severance packages: Under the policy change, Coca-Cola agreed not to grant severance payments in excess of 2.99 times an executive's annual salary and bonus without getting shareholder permission.

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4.3.5 Benefits offered to all the employees Coca-Cola University (CCU) is a virtual global university representing a one-stop shop for all learning and capability building activities across The Coca-Cola Company. CCU aims to provide experiences that equip people with practical skills and knowledge to win in the marketplace. Employees can take classes in a range of areas including People Leadership, Franchise Leadership, Consumer Marketing and Customer/Commercial Leadership. Additionally, CCU conducts best practice research and provides coaching/consulting services with a view to transfer learning between different parts of the Coca-Cola franchise system. The Coca-Cola Company values the health and well-being of our employees and provides a variety of market-competitive benefits programs to address employees' benefits needs. Their total benefits package is highly regarded and is designed to meet employees' basic and life-changing benefits needs. As market dynamics evolve, the Company regularly assesses benefits programs to ensure employees receive those benefits they value and are provided with diverse options that address the issues of individuals and families and promote healthy lifestyles. Some examples of plans offered include medical, dental and vision coverage; pension and savings plans; disability protection; life insurance; and paid time-off.

Classic “paper” award system: This has been used for years in very successful programs by clients such as McDonald’s, Coca-Cola, UPS, Allied Waste and many others. The generic or customized “currency,” available in denominations of $1, $5 or $10, is awarded to participants for achieving desired results. Employees then redeem their “currency” via a redemption form through USPS to program headquarters for gift cards from a wide variety of the most popular ones in the country

4. 4 Ranges of Pay System & Performance • • • •

Based upon grades Survey of top five companies Inflation rate Individual’s market worth & expertise

Basically their pay system is highly linked with performance, firstly Coca Cola’s management prefers grade for defining pay. They prefer to do research by conducting survey of top five companies, in this step they conduct minimum three year pay ranges of those companies and take average of them. Then they decided their pay system with accordance to their management grades. Inflation rate has to be considered each year at any cost no matter of an individual’s performance increase or not. Also Coca Cola human resource management

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looking forward to performance ratings as mentioned above, it helps them to define a system in an organized systematic form to remove ambiguity and biasness.

4. 5 Types of Rewards of Coca Cola International 4.5.1 Yearly Basis • • • • •

Employee salary increment Grade Jump Designation change Annual incentive Plan (AIP) (for business performance, but fixed) Personal Progress report (PPR) (Annual Appraisal)

4.5.2 Monthly Basis • •

Making the move (MTM, sales target achieve) Monthly turn hall (extraordinary performance)

4.5.3 Quarterly Basis • •

Employee of the Quarter (EOQ, non sales) Sales Dangle context

4.6 EMPLOYEE OF THE QUARTER PROGRAM Employee of the Quarter (EOQ) program is to honor outstanding performance and dedication of employees to their work. The purpose of this program is to recognize/reward and motivate employees to perform better and to create a competitive environment leading to higher productivity levels. This step has been taken to create HPWS (high performance work system) through innovative HR policies and best practices.

4.6.1 Nomination Criteria for EOQ Employees being nominated by the supervisor should meet the following criteria. • • • • •

Nominees for the quarter must have a permanent status. Employee should be disciplined; has no disciplinary action taken against him/her in the past year or so. Employee should have a good attendance record. Employee should have no marked absent and should be punctual. Employee takes responsibility for his/her actions. 33

• •

Employee owns the results achieved by him/her. Employee completes most of the tasks assigned to him/her (as per their objective and goals).

All the rewards are combined to form Coca Cola International’s reward management system to the extent to work well. Human resources department have developed a great system by distributing rewards among yearly, quarterly, and monthly basis. All above mentioned rewards really influence employees to satisfy their needs and wants to larger scale. Coca Cola have developed systematic system with number of steps to be followed; these limitations make their employees so disciplined and competent which help them to produce more with contrast to their rivals.

4.6.2 Other Points to be considered: Since, it is a beverage industry, where more focus is to sell more and more with high quality and get more customer satisfaction. That’s why, management create more opportunities for sales people to sell more and get more, in the form of sales commissions, sales dangle and making the move, all rewards supports more sale. By generating challenging tasks and high work Profile Company are able to utilize full potential of sales people. There are more opportunities for sales people to get rewards of both intrinsic and extrinsic ones. H.R%

Account

% Performance with respect to monetary & 75-85 non-monetary rewards

60-70

% 60-70

link of performance to organizations goals

65-75

50-60

Areas under consideration

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Sales

60-70

Analysis

Good acceptanc e Average

5. Recommendations 5.1 Implications from Performance Management System Coca Cola believes and follows the GROW and the WHALE DONE approach. The grow model helps the employee to understand where he wants to be and also what all he/ she has to accomplish/develop to reach from the current level. The PMS is a continuous process as the review is not done annually or quarterly, but it’s a continuous process of performance measurement, management and improvement with daily and monthly reviews by the manager. As per the WHALE DONE approach, the company believes in appraising any positive performance there and then with no further delays, thus believes in reinforcement theory of motivation. Though the Competency Framework is a well defined framework but goals should be made specific, measurable, achievable, and realistic and time bound (SMART), it would definitely increase overall effectiveness. We recommend Coke to design their system in specific way to define employees’ career path, recognition and future goals; it would definitely positively boost organization’s performance. The performance management system links directly to rewards and recognition, and, career development .The PMS at Coke follows the basic steps of PMS from planning to coaching and feedback. However, there should be proper check and balance system between goals and performance have to be introduced, currently yearly bases performance evaluation has been going on, for high motivational level, high quality it demands quarterly bases. There should be a system of consultation between employees and management about employees’ career path, it is easier for management to understand and analyze what employees actually want and allocate them reward properly. Also, to ensure job satisfaction and fairness in appraisal and PMS there should be a proper grievance handling machinery to handle apprehensions and grievance related to appraisals. Also, since Coca Cola is a large organization, 360 degree appraisal implementation must be cumbersome. Also, In their now-classic article "Unskilled and Unaware of It: How Difficulties in Recognizing One's Own Incompetence Lead to Inflated Self- Assessments," researchers Justin Kruger and David Dunning report that those who are incompetent performers are also incapable of assessing the difference between good and bad performance. They argue that "when people are incompetent in the strategies they adopt to achieve success and satisfaction, they suffer a dual burden: Not only do they reach erroneous conclusions and make unfortunate choices, but their incompetence robs them of the ability to realize it. Instead, they are left with the mistaken impression that they are doing just fine." "Know thyself" may be good philosophical advice, but

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in assessing how good a job you've done, your boss generally knows better than you do. Instead it can use following for better performance management: Calibration sessions: These systems have been springing up like mushrooms since they were developed just a few years ago. Supervisors first write preliminary performance appraisals, including proposed ratings, for each of their team members. Croups of supervisors then meet and post the ratings they are planning to assign each of their employees. Each supervisor reviews the proposed appraisal ratings posted by his peers, then must explain and defend his proposed ratings to them and make adjustments, up or down, if he finds that his ratings are out of sync with the standards set by the others in the session. Variously called leveling, cross-calibration, or raterreliability sessions, they help assure consistency in ratings, reduce rating errors, increase the probability that managers will take their performance- management responsibilities seriously, and make it easier for managers to deliver honest but negative performance appraisals. Normalization: This mathematical process converts all performance appraisal ratings assigned by supervisors into numbers and determines the mean rating score. To eliminate the discrepancy between tough and lenient assessors, each individual supervisor's ratings are mathematically adjusted up or down to assure equivalent ratings. This is a process to be used with caution, since it assumes that the performance of individuals in different groups is the same and the rater's toughness or leniency is the only variable. Reviewer requirement: Many companies require that all performance evaluations and ratings be reviewed and specifically approved by the appraisal-writer's supervisor. While adding some administrative burden to the process, it assures that at least two managers agree that the appraisal as written is correct, if senior managers (the reviewers) exercise tough scrutiny and kick back lenient or inaccurate appraisals for rewrite, this can be the most powerful technique for assuring performance-appraisal accuracy. Also, Small rewards and recognitions should be encouraged and each supervisor should have a good degree of autonomy to recognize and reward the performance of his or her performing employees and this may constitute a significant part of the CTC (say, 5% to 10%) of the juniors. Recognition should take place all through the performance period and should not be limited to the annual stock-taking or performance reviews. Along with KRA, KPI should also be included in PA forms to ensure transparency in the system. Also, this would make employees clear about what should they keep in mind while striving to achieve their KRA’s.

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5.2 REWARD MANAGEMENT SYSTEM 5.2.1 Analysis Coco Cola is well aware of fact that higher management love to have non monitory rewards likewise, Achievement Feelings of accomplishment, Informal recognition, Personal growth, Status, while lower management are more thirsty to have rewards like incentives, bonuses i.e. have more curiosity to take cash rewards. Maslow’s theory can be best define social, self esteem and self actualization stage employees have inquisitiveness to take intrinsic rewards while other ones physiological, safety needs employees are more attracted by cash rewards of any kind. Also, since Coca Cola is using alignment of its corporate mission and values with performance management and reward system , the process has been proved to be more strategic and effective. More importantly, Coca Cola’s management design superbly their reward system, just for the sake to overcome employees thirst, mean to say sometimes employees only work hard when they are being rewarded but Coca Cola’s reward system is distributed by a mixture of both rewards monitory and non monitory that is one employee sometimes get intrinsic rewards in terms of appreciation, status and sometimes extrinsic one. So, outstanding managerial expertise’s are involved to equalize system to perform better. However, it seems that there is injustice distribution of rewards, as they are more valuable for sales people in the organization rather than other departments of HR and accounts. It is bad for long term perspectives for company point of view, as criteria of reward management in literature clarifies equal distribution for all as well as long term focus. But choosing employee of the quarter from non sales area is good initiative by the company to reduce employees’ dissonance. Coca Cola International is not currently focusing on alternatives of reward management, as they all are having immense importance in today’s competitive environment. This deficiency can lead to long term up sets, for us they have to care of alternatives as well. To maintain a good working environment and to boost employee morale which serves as nonmonetary forms of compensation, coke involves itself in no. CSR activities. It is included in FTSE4 Good Index which recognize performance of companies that meet global CSR standards. It won golden peacock award for Environment Management in India. Coca Cola’s financial and non-financial compensation differ from to top to bottom. Alignment of business performance with pay of employees is only restricted to senior levels.

5.2.2 Recommendations Reward system is an effective technique to support and change culture of the organization optimistically; it would only be possible if the system is equal for all employees of organization. Therefore, company’s management should utilize this system to all employees so as to increase effectiveness and productivity. 37

One more important recommendation should be to design both financial and non financial rewards in a way to give a fair importance of both for top and lower levels. The company should use system of flexible benefit options to allow employees to get compensation according to their need and desires. Also, since intrinsic rewards are driven by extrinsic ones which includes formal recognition, incentives benefits, pay promotion social relationship and work environment, therefore, coke should devise more innovative or include those best practices from others which best fit into their organization’s environment. Reward management of Coca Cola should be highly functional to make employees committed to organizational goals, vales and standards, also it should push employees in a way to boost their competencies and work understanding. Reward management of Coca Cola should be addressed to group tasks, as all rewards are mostly designed for individual levels like EOQ, make the move and sales dangle, definitely it reduces productivity. Because now a days, organizations have more curiosity towards group tasks which needs great interaction and communication between departments and it only work if all department employees rewarded equally. We would like to recommend Coke to introduce alternative of reward management likewise profit sharing, pay for knowledge program and goal sharing so as to increase their productivity. Also, linkage of business performance with pay of employees should be implemented for all employees from top to bottom. However, percentage of variation should differ.

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6. BIBLIOGRAPHY •

The Coca – Cola Company -http://www.thecoca-colacompany.com

•

Coca Cola India - http://www.coca-colaindia.com/

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Hindustan Coca-Cola Beverages Private Limited Report by Ms. Anuradha Nayak

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Performance Management - the Coca cola perspective by Carmistha Mitra

•

Driving the Truth into performance management , The Conference Board Review , September 2008

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